DRAFT
Annual Work Programme
2021
EUROPEAN HEALTH AND DIGITAL EXECUTIVE
AGENCY (HaDEA)
1|P a g e
Contents
FOREWORD. Message from the Director .................................................................................................... 3
PART 1. Mission statement ................................................................................................................................ 5
PART 2. Key performance indicators ............................................................................................................ 6
PART 3. Delivering on the Commission’s priorities: main outputs for the year ...................... 8
EU4Health programme ........................................................................................................................................ 9
Horizon Europe ...................................................................................................................................................... 11
Cluster 1: Health ............................................................................................................................................. 11
Cluster 4: Digital, industry and space .................................................................................................. 13
Single Market programme: food safety ................................................................................................... 19
Digital Europe Programme ............................................................................................................................. 21
Connecting Europe Facility: Digital ............................................................................................................. 23
PART 4. Modernising the administration: main outputs for the year........................................ 26
A. Human resource management ...................................................................................................... 26
B. Sound financial management ........................................................................................................ 29
C. Fraud risk management .................................................................................................................... 32
D. Digital transformation and information management ...................................................... 33
E. Sound environmental management ............................................................................................ 36
F. Initiatives to improve economy and efficiency of financial and non-financial
activities .............................................................................................................................................................. 38
ANNEX 1: call planning tables ....................................................................................................................... 40
EU4Health .......................................................................................................................................................... 40
Horizon Europe cluster 1: Health ............................................................................................................ 44
Horizon Europe cluster 4: Digital, Industry, Space ......................................................................... 46
Single Market Programme: Food safety ............................................................................................. 51
Digital Europe Programme ........................................................................................................................ 52
Connecting Europe Facility: Digital ........................................................................................................ 53
ANNEX 2: Resources: staff and budget .................................................................................................... 54
FOREWORD. Message from the Director
For the period 2021-2027, the Commission designed the portfolios of the executive
agencies to ensure a strong thematic focus and a close alignment with EU priorities. This
led to the creation of a new agency - the Health and Digital Executive Agency (HaDEA) – to
be part of the Commission responses to the Covid-19 pandemic through the
implementation of the new health programme, together with other health-focused
programmes, and supporting the digital and industrial transformation of the EU.
In the first months of 2021, the necessary preparations were made for HaDEA to become
administratively autonomous. Once this was achieved, focus shifted to start the operational
activities of the agency. By mid-April, all parent DGs gave the green light to HaDEA to start
in a structured manner the implementation of the full portfolio of delegated programmes.
This first year of the agency’s operation will be full of challenges. As a brand new agency,
many aspects (processes and procedures, IT-systems, capacity building) need to be
developed before the agency will be able to reach cruising speed. Staffing is a particular
issue. HaDEA staff come from several Commission DGs and Executive Agencies, many
managers need to be appointed, and the staffing figures should increase from 273 to 381
by the end of 2021. This will require a considerable effort in terms of recruitment activities
and adaptation and integration throughout the year.
A strong emphasis is being placed on developing the organisation, with a number of
initiatives developed to create a workplace culture of staff empowerment and engagement,
leading to a HaDEA identity and culture. To help ensure an optimal social climate, a fully-
fledged Staff Committee will be set up as soon as possible. It is essential that appropriate
office space will be foreseen by OIB, enabling a rapid regrouping of all HaDEA colleagues in
the Covent Garden building.
In addition to the internal organisational challenges, HaDEA as a new agency will have to
gain the trust of its parent DGs. HaDEA will aim to guarantee an efficient and effective
implementation of programmes, thereby also ensuring that learnings and outputs feed
back into the policy cycle. To this end, HaDEA will adopt in dialogue with its parent DGs a
policy feedback framework.
As regards its external stakeholders (applicants, beneficiaries), the agency will need to
ensure - while building up a new organisation and taking on the new programmes - the
high standard of service that these stakeholders expect from executive agencies. For this
purpose, the agency will set up a series of initiatives to ensure excellent service and
regularly monitor clients’ feedback to continuously improve.
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We are building a new agency, and in a very short period of time. More than challenges, this
provides opportunities. Capitalising on best practices from the agencies and DGs that
HaDEA colleagues have come from and with a strong will and motivation to succeed and
excel, I am confident that HaDEA will become a strong, efficient and effective Agency!
Matthew Hudson
Interim Director
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PART 1. Mission statement
Executive agencies are established by the Commission in accordance with Council
Regulation (EC) No 58/20031 with the purpose of delegating certain tasks relating to the
management of Union programmes, including budget implementation. While the
Commission performs tasks involving a large measure of discretion implying political
choices (i.e. setting objectives and priorities), the executive agencies are responsible for
implementing tasks. This enables the Commission to focus on its core activities and to
dispose of sufficient technical expertise for the management of such programmes with the
goal to achieve a more efficient implementation.
The European Health and Digital Executive Agency (HaDEA) was established as a new
executive agency on 16 February 2021. The agency groups all the programmes dedicated
to health (the new EU4Health programme, the health research strand of Horizon Europe,
and the health components of the Single Market Programme). In addition, as part of the
von der Leyen Commission’s headline ambition on “A Europe fit for the digital age”, the
grouping of Horizon Europe’s cluster “Digital, industry and space”, as well as the Connecting
Europe Facility’s digital strand and the new Digital Europe Programme will create a strong
digital pole to stimulate the digital transition and the economic recovery. Placing together
health and digital reflects also the fact that economic recovery must go hand-in-hand with
building up the resilience of the Union for future health crises, including through digital
means.
HaDEA’s mission is ‘to implement actions that strengthen Europe in the domains of health,
food safety, digital technologies and networks, industrial capacities and space. We provide
high quality and service-oriented support, with the aim to enable European society to
become more healthy, resilient and fair and European industry to become more competitive.
We ensure that the projects funded by the HaDEA deliver concrete results that benefit the
lives of all EU citizens and provide the European Commission with valuable input for its
policies’.
The agency shall implement its mission in close cooperation with its five parent DGs: DG
Health and Food Safety (DG SANTE), DG Research and Innovation (DG RTD), DG
Communication Networks, Content and Technology (DG CONNECT), DG Internal Market,
Industry, Entrepreneurship and SMEs (DG GROW) and DG Defence Industry and Space (DG
DEFIS). This close cooperation with the parent DGs is essential not only for programme
implementation tasks but also for the feedback the agency provides to the Commission in
view of the latter's policy tasks, in accordance with the relevant reference documents
(memoranda of understanding, agreed documents on policy feedback).
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Council Regulation (EC) No 58/2003 of 19 December 2002 laying down the statute for executive
agencies to be entrusted with certain tasks in the management of Community programmes (OJ L 11 of
16.01.2003).
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PART 2. Key performance indicators
The agency’s key performance indicators reflect the core and most critical aspects of the
agency's performance. These key performance indicators are complemented with other
indicators in part 3 and part 4 that provide a comprehensive overview of the work of the
agency.
Efficient programme management. Ensuring that grants are signed on time
demonstrates the agency’s ability to manage the evaluation and grant agreement
preparation processes that form a major part of its core tasks.
Sound financial management. The agency’s budget execution and its ability to timely
pay beneficiaries demonstrate the effectiveness of its financial management.
Robust internal control. To demonstrate its commitment to the best use of financial
resources, the agency’s goal is to achieve a very low estimated risk at closure. This
indicator is compulsory for all executive agencies.
Quality of service (client satisfaction). The agency will collect feedback from its external
clients (applicants, beneficiaries, experts) to get a more in-depth understanding of the
quality of its service and use the results to improve further.
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Key Performance Indicators – overview
Time to grant
Source of data: European Health and Digital Executive Agency [unit C2.1]
Baseline Target (2021)
This indicator will be measured for the first time in 2021 98% of grants signed within deadlines
and then form the baseline for the following year
Time to pay
Source of data: European Health and Digital Executive Agency [unit C2.1]
Baseline Target (2021)
This indicator will be measured for the first time in 2021 98% timely payments
and then form the baseline for the following year
% of budget execution (commitments and payments – operational budget)
Source of data: European Health and Digital Executive Agency [unit C2.1]
Baseline Target (2021)
This indicator will be measured for the first time in 2021 Operational budget: 100% (commitments
and then form the baseline for the following year and payments)
Overall risk at closure
Source of data: European Health and Digital Executive Agency [unit C2.2]
Baseline Target (2021)
This is the first year that this compulsory indicator will be < 2% of relevant expenditure
measured.
% of satisfied external clients
Source of data: external client satisfaction surveys / evaluation forms events [Director’s Office and
operational units]
Baseline Mid-term Target (2027)
(2023)
In the start-up phase of the agency, Higher levels Higher levels of satisfaction by client group
external clients’ satisfaction with the of satisfaction / programme
services provided by the agency will be by client
measured by collecting data from group /
different sources (e.g. external programme
communication events, info-days). When
the agency is on cruising speed, a general
client satisfaction survey will be
launched. The results of this survey can
then serve as a baseline.
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PART 3. Delivering on the Commission’s priorities: main outputs for
the year
The agency contributes to the achievement of the general and specific objectives of its five
parent DGs. The agency is responsible for implementing tasks, such as the launch and
conclusion of grant and procurement procedures, the adoption of award decisions, project
monitoring, financial control and accounting, the contribution to programme evaluation and
various support tasks.
The agency will also promote all delegated programmes through dedicated external
communication activities, targeted to stakeholders and potential applicants. These actions
are covered through the administrative budget. For this first year, no larger campaigns are
foreseen as part of the operational work programmes.
Climate and biodiversity mainstreaming
EU4HEALTH will support the development of a European Health Data Space which will serve as a
knowledge base for better-informed Union policy-making, including on climate change-related
health effects, notably through the work of the European Climate and Health Observatory.
Horizon Europe’s Cluster 1 tackles environmental issues as a major determinant of health. In
2021, calls on “Environment and health” will focus on indoor and outdoor air pollution, chemicals,
non-ionizing radiation (electromagnetic fields), urbanisation, climate and other environmental
changes, socioeconomic inequalities, and changing working environments. Horizon Europe Cluster 1
will also support activities that aim at mitigating the mental health burden of climate change (inter
alia).
Horizon Europe’s Cluster 4 will support the objective of climate neutrality by 2050 by
accelerating the twin green and digital transition of the manufacturing and construction sectors; by
creating a new green, flexible and digital way to build and produce goods; by setting out a credible
pathway to contributing to climate neutral, circular and digitalised energy intensive industries; and
by contributing to a substantial reduction of waste and CO2 emissions.
The Single Market Programme – Food entails actions aiming at improving the measurement of
food waste and helping improving food waste prevention programmes.
The Digital Europe Programme aims to unleash the powers of digital to reach Europe’s common
goal of being climate neutral in 2050 as set out in the European Green Deal. It will do so through
actions supporting the Destination Earth initiative and through the development of the common
European Green Deal data space.
CEF Digital will contribute to the European Green Deal and the EU’s decarbonisation objectives by
supporting smart green ICT infrastructures using energy-efficient optical fibre networks and state-
of-the-art high capacity networks, including 5G, as enablers for the greening of societal and
economic activities.
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The sections below briefly describe the tasks with which the agency has been entrusted and
list the main outputs expected for the year 2021 per programme.
EU4Health programme
The EU4Health programme will provide the means and the instruments for delivering on
the EU Health policy. The programme will pave the way towards a strong European Health
Union, in which all Member States prepare and respond timely to health crises; medical
supplies including innovative and crisis-relevant products are available in due time and
affordable and innovative; and all countries work together to improve health systems and
fight communicable and non-communicable diseases. EU4Health will support and
complement national policies and will optimise its value added, by supporting actions that
offer advantages and efficiency gains from collaboration and cooperation at Union level, as
well as actions that have a positive impact on well-functioning internal market for health.
The programme will help Member States to reach the sustainable development goals, in
particular SDG3 “Ensure healthy lives and promote well-being for all at all ages”. It will also
apply, where applicable, the 'One Health' approach, fully recognising that human health is
connected to animal health, plant health and to the environment.
In addition, the agency will implement the remaining activities of the Third Public Health
Programme.
EU4Health Programme (including legacy activities)
General objective: Promoting our European way of life
Specific objectives:
Diminishing the impact of cancer in Europe (SANTE)
Effective response coordination of serious cross-border health threats (SANTE)
More effective, accessible and resilient health systems (SANTE)
Main outputs in 2021:
EU4Health Programme
Output Indicator Target
Calls for proposals Number of calls published 492
Calls for tender Number of calls published 20
2
This figure refers to the number of call for proposals that will be published in 2021: a first wave of
publication will be launched in summer and a second one in autumn according to the policy priority needs
of DG SANTE. During the first wave, it is planned to launch 5 open calls for proposals, 5 Joint Actions, 1
specific direct grant and 4 direct grants with international organisations, 1 Council Presidency conference.
During the second wave instead, it is planned to launch 3 direct grants to International organisations, 1
monopoly grant, 7 Joint Actions and 17 open calls for proposal, 1 Council Presidency conference, and 4
direct grants agreements with Member States for a total of 49 calls for proposals. However, due to the
fact that some Joint Actions might be split, the final number might differ.
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Evaluation sessions Number of evaluation sessions 23
implemented
Time to inform applicants 100% of applicants informed
within 6 months after the call
deadline
% of evaluated proposals Less than 3% of evaluated
challenged under the evaluation proposals
review procedure
% of evaluated proposals re- Max. 0.5% of evaluated proposals
evaluated following review
requests
Grant agreements Number of grant agreements 104
signed
Time to grant 100% of grant agreements signed
within 9 months after the call
deadline
Contracts Number of contracts signed 16
Payments Time to pay 100% of payments within legal
deadlines
Policy feedback To be agreed with parent DG To be agreed with parent DG
3rd Health Programme (legacy)
Output Indicator Target
Calls for tender Number of calls published 2
Grant agreements Number of grant agreements 5
signed
Time to grant 100% of grant agreements signed
within 9 months after the call
deadline
Contracts Number of contracts signed 4
Final reports of concluded Grant Number of final reports Circa. 40
Agreements and Contracts assessed
Payments Time to pay 100% of payments within legal
deadlines
Policy feedback To be agreed with parent DG To be agreed with parent DG
3
There will likely be two evaluation sessions: one set-up in autumn dealing with the call for proposals
submitted during the first wave of publication and another one dealing with the second wave in early
2022.
4
This figure possibly refers likely to the signature of grant agreements in 2021. However, it is expected that
in early 2022 at least 35 grant agreements are signed.
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Horizon Europe
Horizon Europe - the EU’s research and innovation framework programme - aims to
strengthen the EU's scientific and technological bases and the European Research Area
(ERA); boost Europe's innovation capacity, competitiveness and jobs; deliver on citizens'
priorities and sustain our socioeconomic model and values. As part of the Horizon Europe
programme’s pillar 2 (global challenges and European industrial competitiveness), the
agency will implement actions under cluster 1: Health and cluster, including the Mission on
Cancer, 4: Digital, industry and space.
Cluster 1: Health
PiIlar 2, Cluster 1 – Health aims to mainly contribute to four impact areas of the strategic
plan: (i) Good health and high-quality accessible healthcare; (ii) A resilient EU prepared for
emerging threats; (iii) High quality digital services for all; and (iv) Competitive and secure
data-economy. More specifically, Cluster 1 aims to contribute to six expected impacts as set
by the strategic plan, which are known as Destinations:
1) Staying healthy in a rapidly changing society;
2) Living and working in a health-promoting environment;
3) Tackling diseases & reducing disease burden;
4) Ensuring access to innovative, sustainable & high-quality Healthcare;
5) Unlocking the full potential of new tools, technologies and digital solutions for a
healthy society; and
6) Maintaining an innovative, sustainable & globally competitive health industry.
In 2021 the agency will contribute to the implementation of Pillar 2, Cluster 1 – Health with
three actions comprising a total of 19 calls.
The first action is the special "HERA incubator" emergency call for expressions of interest
for Covid-19 related research (HORIZON-HLTH-2021-CORONA-01) with a budget of €90
million. The call was published by DG RTD in April 2021 and closed on 20 May 2021. The
agency will ensure the full evaluation process, prepare the grant agreements and monitor
the selected projects.
The second action will be the 7 calls for proposals of the 2021 work programme (all single-
stage), with a total of 24 topics for a total budget of €891 million, as well as the call
HORIZON-MISS-2021-UNCAN-01 under Part 12 of the work programme. For these calls, the
agency will undertake the evaluation process, which will be completed in early 2022. The
third action concerns the publication of the 11 calls for proposals (8 single-stage and 3
two-stage) of the 2022 work programme to be opened in October 2021.
Also included in the 2021-2022 work programme are a number of grants to identified
beneficiaries to be implemented by the agency (Global Alliance for Chronic Diseases
(GACD)), the European registry for human pluripotent stem cell lines), as a provision for the
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mobilisation of research funds in case of Public Health Emergencies. In addition the agency
will implement and report on the related legacy activities of the Horizon 2020 Programme
Societal Challenge 1 (SC1) - Health, Demographic change and Wellbeing, which supports
research and innovation to benefit citizens and European healthcare sector; to ensure the
rapid transfer of knowledge and innovative solutions into prevention, diagnosis, treatment
modalities and healthcare in Europe and around the globe; and to promote healthy and
active ageing. Over its course, SC1 priority setting also incorporated a number of
emergency actions in response to infectious diseases outbreaks: Ebola, Zika and Covid-19.
The agency will also contribute to the implementation of Pillar 2, Cluster 1 – Health with
regard to the Mission on Cancer. The 2021-2022 work programme missions includes a call
for proposal and four procurement actions. Following the update of the work programme
missions, there will be additional calls related to the Mission on Cancer.
In addition to programme implementation, the agency will also provide support in terms of
feedback to policy to the Commission services.
The agency will also help to ensure complementarity and to seek synergies between the
EU4HEALTH programme and Horizon Europe Pillar 2, Cluster 1 - Health.
Horizon Europe Pillar 2, Cluster 1: health (including legacy activities)
General objectives:
Promoting our European way of life
A Europe fit for the digital age
Specific objectives:
Research and innovation support the European health initiatives, including the Europe’s Beating
Cancer Plan and the Mission on Cancer (RTD)
The revitalised European Research Area sets directions for societal, economic and ecological
transitions in Europe and contributes to spreading excellence, closing research and innovation gap
and working out a common global response to emerging challenges (RTD)
High-quality science, knowledge and innovative solutions facilitate a digital transition in Europe,
including a new European approach to Artificial Intelligence (RTD)
A European single market for data where data can flow for the benefit of all and where rules for
access and use of data are fair, practical and clear (CNECT)
Main outputs in 2021:
Output Indicator Target
Calls for proposals Number of calls published 20
Evaluation sessions Number of finalised evaluation 1
sessions
Time to inform applicants 100% of applicants informed
("HERA incubator" emergency within 2 months after the call
call) deadline
% of evaluated proposals Less than 3% of evaluated
challenged under the evaluation proposals
review procedure
% of evaluated proposals re- Max. 0.5% of evaluated proposals
12
evaluated following review
requests
Grant agreements Number of grant agreements 9
signed
Time to grant ("HERA incubator" 100% of grant agreements signed
emergency call) within 5 months after the call
deadline.
Final reports of concluded Grant Number of final reports 50
Agreements and Contracts assessed (Horizon 2020)
Payments Time to pay 100% of payments within legal
deadlines
HE info days Satisfaction rate of participants 85% satisfied
Policy feedback To be agreed with parent DG To be agreed with parent DG
Cluster 4: Digital, industry and space
The vision of Horizon Europe – Pillar2, Cluster 4 “Digital, Industry and Space” is to shape
competitive and trusted technologies for a European industry with global leadership in key
areas, enable production and consumption to respect the boundaries of our planet, and
maximise the benefits for all parts of society in the variety of social, economic and
territorial contexts in Europe. It is structured under the following “Destinations” of the
Horizon Europe Strategic Plan 2021-2024:
1. Climate-neutral, circular and digitised production
2. Increased autonomy in key strategic value chains for resilient industry
3. World leading data and computing technologies
4. Digital and emerging technologies for competitiveness and fit for the Green Deal
5. Open strategic autonomy in developing, deploying and using global space-based
infrastructures, services, applications and data
6. A human-centred and ethical development of digital and industrial technologies.
Cluster 4 Actions are fully in line with the Industry Strategy Update published by European
Commission in May 20215, reconfirming the essential role of research and innovation in
enabling industry to accelerate and lead the twin green and digital transitions. Building on
its strong, innovative and integrated industrial base, the EU is well placed to take the global
lead in new products, markets and services, as well as support its objectives for open
strategic autonomy, while preserving the European values and the socio-economic model.
HaDEA will perform all the tasks necessary to implement Pillar 2, Cluster 4 (with the
exception of actions implemented by the Commission or delegated to other funding bodies).
Such tasks range from call preparation, call publication, proposal evaluation, grant
5
COM(2021) 350 final.
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finalisation and monitoring of grants/projects. The agency will be responsible for
programme implementation, for providing feedback to policy to the Commission and will
contribute to the preparatory work of the work programmes.
In addition, the agency will implement the legacy activities of the following parts of Horizon
2020 Specific Programme – The Framework Programme for Research and Innovation
(2014-2020): Part II 'Industrial leadership', specific objective “Leadership in enabling and
industrial technologies (LEIT)” – ICT, NMBP, space; Part III “Societal challenge”: 5 (Climate
action, Environment, resource efficiency and raw materials). In addition, the agency will
implement the legacy activities of the “space” theme of the Cooperation Specific
Programme of the Seventh Framework Programme.
The agency will seek synergies between the Horizon Europe Cluster 4, Digital Europe
Programme and Connecting Europe Facility programme in order to increase efficiency of
investments, effectiveness of results and strategic leveraging through the possibility to
combine funding. The agency should also promote interoperability and project alignment
with the results and principles of EIF, egov action plan and egov ministerial declarations.
For example, the Digital Europe Programme could uptake research results of Horizon
Europe projects for further deployment of digital applications for business, citizens and
public administration.
Synergies between the different programmes on Health and Digital (Horizon Europe
Clusters 1, 4, EU4Health, Digital Europe Programme, CEF) will be also strongly supported.
The digital transformation of health accelerates scientific discovery, empowers citizens and
builds a healthier society, while interoperability is a crucial enabler. The need for such
synergies has already been demonstrated during the Covid-19 pandemic, leading to the
interoperability of Covid-19-related applications across sectors and countries, or to the
development of the Digital Green Certificate to facilitate safe free movement across
Europe during the pandemic.
Digital
The policy objectives and fields of actions of this part of Horizon Europe Pillar 2, Cluster 4
Digital, Industry and Space - Digital actions managed by HaDEA, are stipulated in the
Horizon Europe Specific Programme and in the Work Programme 2021-2022.6
As Europe gears up for a more resilient, green, and digital recovery, the EU needs to
maintain a strong industrial and technological presence in key parts of digital and other
supply chains. This is critical not only to be able to compete globally, but also for Europe to
protect its citizens, deliver services and products of the highest quality and preserve its
values and its socio-economic model. To deliver on a green and digital transformation
6
Commission Decision C(2021) 4200 of 15 June 2021.
14
according to European values, Europe must master digital and key enabling technologies
and reintegrate some of its supply chains back into the EU.
The green transition and digital transformation are just at their beginning. Major
opportunities lie ahead to position Europe as a technological and industrial leader of this
transition. The overarching vision behind the proposed investments under Cluster 4, is that
of a Europe shaping competitive and trusted technologies for a European industry with
global leadership in key areas, enabling production and consumption that respect our planet
and maximising the benefits for all parts of society in the variety of social, economic and
territorial contexts in Europe.
Actions under this cluster will support key enabling technologies that are strategically
important for Europe’s industrial and digital future, and deliver on the digital-related
expected impacts in the strategic plan of DG CONNECT, through the above mentioned
matching destinations 3, 4 and 6.
Horizon Europe Pillar 2, Cluster 4: digital (including legacy activities)
General objective: A Europe fit for the digital age
Specific objectives:
Europe’s strategic autonomy ensured in critical technology areas (CNECT)
Artificial Intelligence that is human-centric, ethical, sustainable and that respects EU values (CNECT)
A fair, competitive and resource efficient digital economy (CNECT)
A European single market for data where data can flow for the benefit of all and where rules for
access and use of data are fair, practical and clear (CNECT)
A modern, open and pluralistic society in the digital age where online disinformation is countered and
diverse cultural content is available to all Europeans (CNECT)
Main outputs in 2021:
Output Indicator Target
Calls for proposals Number of calls published 3
Evaluation sessions Number of evaluation sessions 1 evaluation session plan in 2021 or early
implemented 2022, to evaluate proposals received in the 3
above-mentioned calls.
Time to inform applicants 100% of applicants informed within 5 months
(153 days) after the call deadline
% of evaluated proposals Less than 3% of evaluated proposals
challenged under the
evaluation review procedure
% of evaluated proposals re- Max. 0.5% of evaluated proposals
evaluated following review
requests
Grant agreements Number of grant agreements Estimation:
signed Destination 1: 11-18
Destination 4: 16-27
Destination 6: 2-3
Time to grant 100% of grant agreements signed within 8
15
months (245 days) after the call deadline
Final reports of Number of final reports 10
concluded Grant assessed (Horizon 2020)
Agreements and
Contracts
Payments Time to pay 100% of payments within legal deadlines
HE info days (to be co- Satisfaction rate of participants 85% satisfied
hosted with parent DGs)
Policy feedback Timely, correct and tailored To be agreed with parent DG
information and support, based
on managed project portfolio,
on-request and according to
agreed plan
Industry
Pillar 2, Cluster 4 will support the green transition and digital transformation, facilitating
the uptake of new digital, climate neutral and circular technologies by the European
industries, including and especially SMEs. The overarching vision behind the proposed
investments under Cluster 4 is that of Europe shaping competitive and trusted technologies
for a European industry with global leadership in strategic key areas. The specific expected
impacts are:
Enabling the transition to a green and digital industry in all industrial sectors,
especially in the energy intensive industries, through breakthrough technologies and
advanced solutions for substitution, resource and energy efficiency, effective reuse
and recycling and clean primary production of raw materials, including critical raw
materials, and leadership in circular economy.
Global leadership in clean and climate-neutral industrial value chains, circular
economy and climate-neutral digital systems and infrastructures (networks, data
centres), through dynamic industrial innovation ecosystems, innovative production and
manufacturing processes and their digitisation, new business models, sustainable-by-
design advanced materials and technologies enabling the switch to decarbonisation in
all major emitting industrial sectors, including green digital technologies.
Industrial leadership and increased autonomy in key strategic value chains with
security of supply in raw materials.
Actions under this cluster will support key enabling technologies that are strategically
important for Europe’s industrial and digital future, and deliver on the green, digital and
industry-related expected impacts in the strategic plan of DG GROW, through the above
mentioned matching destinations 1 and 2.
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Horizon Europe Pillar 2, Cluster 4: industry (including legacy activities)
General objectives:
A Europe fit for the digital age
A European Green Deal
Specific objectives:
European enterprises make the digital and green transition (GROW)
Increase the share of material recovered and fed back into the economy (GROW)
Main outputs in 2021:
Output Indicator Target
Calls for proposals Number of calls published 5
Calls for tender Number of calls published 0
Evaluation sessions Number of evaluation sessions 3
implemented
Time to inform applicants 100% of applicants informed
within 5 months (153 days) after
the call deadline
% of evaluated proposals Less than 3% of evaluated
challenged under the evaluation proposals
review procedure
% of evaluated proposals re- Max. 0.5% of evaluated proposals
evaluated following review
requests
Grant agreements Number of grant agreements Horizon 2020
signed SC5: 12
Green Deal call: 2 or 3 tbc
Horizon Europe (estimate):
Destination 1: 52
Destination 2: 57
Destination 4: 24
Destination 6: 9
Time to grant 100% of grant agreements signed
within 8 months (245 days) after
the call deadline
Contracts Number of contracts signed 0 (tbc)
Final reports of concluded Grant Number of final reports 100 (Horizon 2020)
Agreements and Contracts assessed
Payments Time to pay 100% of payments within legal
deadlines
HE Info Days (to be co-hosted with Satisfaction rate of participants 85% satisfied
the parent DGs)
Policy feedback and support Timely, correct and tailored To be agreed with parent DGs
information and support, based
on managed project portfolio,
on-request and according to
agreed plan
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Space
Space technologies enable the use of satellite TV, increasingly accurate global navigation
services, satellite telephones, extended Earth observation services for land and the seas,
monitoring services for atmosphere and climate change, global meteorological observation
and accurate cartographies of a wide number of variables. Space technologies also make
important contributions to security crisis management and emergency services. All these
are key assets for the EU policies on climate, environment, transport, agriculture and a
secure society. The Space sector is a source of economic competitiveness and growth, jobs
and exports but also of inspiration for innovations and public engagement.
The policy objectives and fields of actions of the ‘Space’ part of Cluster 4 are stipulated in
the Horizon Europe Specific Programme and in the Work Programme 2021-20227. The
activities and objectives of the Horizon 2020 LEIT Space actions are set out in the Council
Decision on the Specific Programme implementing Horizon 20208 and in the related annual
work programmes for LEIT Space (2014-15, 2016-17, 2018-20). The activities and
objectives of the FP7 Space Research actions are defined in the Council Decision on the FP7
Cooperation Specific Programme9 and in the related annual work programmes for the
Space theme (2007, 2009, 2010, 2011, 2012, 2013). HaDEA has been entrusted with the
management of the full project cycle of the delegated Space actions according to the
Single Establishment Act10. It manages the actions based on the Commission's policy
guidance provided in the work programmes.
With the implementation of Space activities, HaDEA contributes to the impact stipulated for
the programme as “Open strategic autonomy in developing, deploying and using global
space-based infrastructures, services applications and data, including by reinforcing the
EU’s independent capacity to access space, securing the autonomy of supply for critical
technologies and equipment, and fostering the EU's space sector competitiveness.”
This expected impact is fully in line with the Space Strategy for Europe and the proposal for
the Space Programme. It is also in line with DG DEFIS' Strategic plan 2020-2024 to
contribute to the von der Leyen-Commission's general objectives "2 - A Europe fit for the
digital age" and "5 - Promoting our European way of life".
Horizon Europe R&I funds will contribute to this expected impact along 2 main axes by (i)
providing support with R&I funding to the EU space sector at large, and (ii) making a
specific impact with the EU action with R&I to prepare the future evolution of the Space
programme components.
7
Commission Decision C(2021) 4200 of 15 June 2021.
8
Council Decision 2013/743/EU of 3 December 2013.
9
Council Decision 2006/971/EC of 19 December 2006.
10
Commission Implementing Decision (EU) 2021/173 of 12 February 2021.
18
Main areas of activity are: (i) Fostering competitiveness of space systems, (ii) Reinforcing
our capacity to access to space, (iii) Evolution of services for Copernicus, and (iv) Innovative
space capabilities: Space Situational Awareness (SSA), GOVSATCOM, Quantum.
Horizon Europe Pillar 2, Cluster 4: space (including legacy activities)
General objective:
A Europe fit for the digital age
Promoting our European way of life
Specific objectives:
Modern and well-functioning EU space-enabled services to support the Union’s priorities (DEFIS)
Security actors have access to EU autonomous tools, space-enabled services, and technologies,
needed to build resilience to security threats, safety hazards and crisis situations(DEFIS)
Main outputs in 2021:
Output Indicator Target
Calls for proposals Number of calls published 2 (2021 and 2022)
Evaluation sessions Number of evaluation sessions Horizon Europe: 0
implemented Support to parent DG for Horizon
2020 (prize): 1
Number of proposals evaluated Horizon Europe: 0
Time to inform applicants N/A
% of evaluated proposals re- N/A
evaluated following review
requests
Grant agreements Number of grant agreements 3 from reserve list H2020-SPACE-
signed 2020
Time to grant N/A
Payments Time to pay 100% of payments within legal
deadlines
Number of payments Horizon 2020: 3 pre-financings, 43
interim payments, 43 final payments
FP7: 1 final payment
Policy feedback and support Timely, correct and tailored To be agreed with the parent DGs
information and support, based on
managed project portfolio, on-
request and according to agreed
plan
Single Market programme: food safety
The Single Market programme (SMP) aims to empower and protect consumers and enable
Europe's many small and medium-sized enterprises (SMEs) to take full advantage of a
well-functioning Single Market. In doing so, it will ensure continuity in the efficient delivery
of the Single Market on the ground, while providing better value for money for EU citizens.
19
The Single Market Programme’s funding will support the safe production of food, the
prevention and eradication of animal diseases and plant pests, and the improvement of
animal welfare in the EU.
As laid down in Article (3)(2)(e) of the Single Market Programme Regulation, the general
objective of the SMP is to contribute to a high level of health for humans, animals and
plants, and the safety of food and feed, including by preventing, detecting and eradicating
animal diseases and plant pests, supporting the improvement of the welfare of animals,
the fight against antimicrobial resistance and the development of sustainable food
production and consumption as well as ensuring reliable official controls.
The results expected are the correct implementation of the actions described in Annex I of
the Single Market Programme Regulation, including programmes for the eradication, control
and surveillance of animal diseases and zoonoses, programmes for the eradication, control,
surveillance and containment of plant pests, coordinated control plans for Anti-Microbial
Resistance (AMR) monitoring in commensal and zoonotic agents on samples of food and
food-producing animals, the financing of European Union Reference Laboratories (EURL)
and European Union Reference Centres (EURC), activities for preventing food waste and
combating food fraud, activities supporting sustainable food production and consumption,
activities to support the improvement of the welfare of animals, and activities of training of
the competent authorities’ staff responsible for official controls in the field of food and
feed safety, animal health and welfare and plant health (Better Training for Safer Food
(BTSF) training activities). The agency will implement these activities mainly through grant
agreements with designated beneficiaries or other stakeholders, or through specific call for
tenders.
The agency will also implement the legacy activities of the activities mentioned above,
including food safety training measures covered by Regulation (EU) 2017/625, the
Eradication programmes and Plant Health covered by the Regulation (EU) No 652/2014,
Official controls, EURLs, AMR covered by Regulation (EU) 2017/625.
Single Market Programme: Food safety (including legacy activities)
General objective: A European Green Deal
Specific objectives:
Ensuring food and feed safety (SANTE)
Ensuring sustainable food systems – the Farm to Fork strategy (SANTE)
Main outputs in 2021:
Output Indicator Target
Calls for proposals Number of calls published 6-8
Calls for tender Number of calls published 3-6 (tbc)
Evaluation sessions Number of evaluation sessions 9-14 (tbc)
implemented
Time to inform applicants 100% of applicants informed
within 6 months after the call
deadline
20
% of evaluated proposals Less than 3% of evaluated
challenged under the evaluation proposals
review procedure
% of evaluated proposals re- Max. 0.5% of evaluated proposals
evaluated following review
requests
Grant agreements Number of grant agreements 150-160
signed
Time to grant 100% of grant agreements signed
within 9 months after the call
deadline
Contracts Number of contracts signed 3-6 (TBC)
Policy feedback To be agreed with parent DG To be agreed with parent DG
Legacy activities from 2020
Final reports of concluded Grant Number of final reports 230
Agreements assessed
Amendment of existing BTSF Number of contracts amended 12
contracts
2nd phases BTSF contracts Number of procedures 5
BTSF Calls for tender Number of calls published 3 (tbc)
Requests for services by use of Number of Requests for 4
Framework Contracts Services
BTSF Evaluation sessions Number of evaluation sessions 12
implemented
BTSF Contracts amendments Number of contracts amended 12
Payments Time to pay 100% of payments within legal
deadlines
Digital Europe Programme
The Digital Europe Programme aims to strengthen the EU digital sovereignty, by reinforcing
key capacity areas through strategic deployments in artificial intelligence (AI), cybersecurity,
high performance computing, data infrastructure, governance and processing, as well as
their best use for critical sectors like environment, manufacturing, agriculture and health.
The programme is also instrumental in supporting the digital transformation of the EU
industrial ecosystems.
In 2021 HaDEA’s contribution focuses on the implementation of selected actions under the
specific objectives 4 (Advanced Digital Skills) and 5 (Deployment, best use of digital
capacities and interoperability).
In addition, HADEA will continue to implement the ecosystems of projects for Generic
Services previously funded by the CEF Telecom programme (2014-2020), which will
continue under the Digital Europe Programme. This programme facilitates cross-border
21
digital interaction between public administrations, businesses and citizens by deploying
Digital Service Infrastructures (DSIs). There are 20 DSIs implemented by the agency,
ranging from the digitisation of Europe’s cultural heritage (Europeana), real-time
cooperation between cybersecurity response teams, eHealth networks of rare diseases,
interoperable e-Identity and e-Signature, automated translation tools, encrypted e-Delivery
and blockchain solutions for public administrations, Safer Internet Centres, the European
Platform for digital skills, European Digital Media Observatory, EIF toolbox
(https://joinup.ec.europa.eu/collection/nifo-national-interoperability-framework-
observatory/solution/eif-toolbox/eif-toolbox) , join-up platform, etc.
Digital Europe Programme + CEF-1 Telecom Programme (Digital Service Infrastructures)
General objective: A Europe fit for the digital age
Specific objectives:
A fair, competitive and resource efficient digital economy (CNECT)
A European single market for data where data can flow for the benefit of all and where rules for
access and use of data are fair, practical and clear (CNECT)
A cyber resilient Europe, promoting digital identities for all Europeans, while protecting their e-privacy
(CNECT)
A modern, open and pluralistic society in the digital age where online disinformation is countered and
diverse cultural content is available to all Europeans (CNECT)
Main outputs in 2021: (tbc: awaiting work programme publication)
Output Indicator Target
Calls for proposals Number of calls published Digital Europe: 1
Evaluation sessions Number of evaluation sessions Digital Europe: 0
implemented
Time to inform applicants CEF Telecom (legacy, Call 2020-2):
100% of applicants informed
within 6 months (183 days) after
the call deadline
Digital Europe: 100% of applicants
informed within 5 months (153
days) after the call deadline
% of evaluated proposals CEF Telecom (legacy, Call 2020-2):
challenged under the evaluation Less than 3% of evaluated
review procedure proposals
Digital Europe: Less than 3% of
evaluated proposals
% of evaluated proposals re- CEF Telecom (legacy, Call 2020-2):
evaluated following review 0
requests Digital Europe: Max. 0.5% of
evaluated proposals
Grant agreements Number of grant agreements CEF Telecom (legacy): 86 (85
signed following the adoption of the
Commission selection decision of
the call 2020-2 and 1 following
22
the adoption of the Commission
selection decision of call 2020-3)
Digital Europe: 0 (tbc: awaiting
work programme publication)
Time to grant CEF Telecom (legacy, Call 2020-2):
98% of grant agreements signed
within 9 months after the call
deadline
Digital Europe: 100% of grant
agreements signed within 8
months after the call deadline
Final reports of concluded Grant Number of final reports CEF Telecom (legacy): 155
Agreements assessed Digital Europe: 0
Payments Time to pay CEF Telecom (legacy): 100% of
pre-financings and >98% of final
payments within legal deadlines
(90 days)
Digital Europe: no grants will be
signed this year.
Webinar on Grant Agreement Number of projects connected to 80% projects connected
implementation for CEF Telecom Call the webinar
2020-1 and 2020-2
Webinar on Grant Agreement Number of projects connected to 80% projects connected
preparation for CEF Telecom Call the webinar
2020-2 call beneficiaries
Info day for the Digital Europe Satisfaction rate of participants 85% satisfied
applicants (Call 2)
Policy feedback To be agreed with parent DG To be agreed with parent DG
Connecting Europe Facility: Digital
The objective of the CEF-2 Digital programme (2021-2027) is to contribute to the
development of large-scale projects of common interest relating to the deployment of safe,
secure, sustainable and very high capacity digital infrastructures (notably backbone
networks) as well as 5G systems.
The scope of CEF-2 intervention reflects the increasing importance of the very high-
capacity networks for Gigabit/5G connectivity so as to make the European economy and
society more resilient, sustainable and fit for the digital age11. Together with other EU
instruments (RRF, DEP and ESIF notably), CEF-2 will therefore contribute to achieve the
11
Political guidelines from President Von der Leyen.
23
2025 and 2030 connectivity targets set by the European Gigabit Society 12 and the Digital
Compass13 strategies respectively.
The Agency will implement the following activities:
- 5G for smart communities;
- 5G deployment along European transport corridors;
- submarine cables (backbone networks);
- cloud infrastructures federation (backbone networks and interoperability);
- operational digital platforms.
The CEF-2 programme will be primarily implemented by the agency by means of grants.
However, blending facilities (e.g. for 5G for smart communities) may also be envisaged in
the CEF-2 Digital work programme (TBC).
The indicative budget 2021-2027 delegated to HaDEA is expected to be around
€ 1.4 billion (TBC: the final amount may increase by up to 200m subject to the final
decision on the Digital Connectivity Fund) out of a total CEF-2 budget of € 2.06 billion. The
indicative allocations per activities will be mentioned in the CEF-2 Digital work programme.
For budget year 2021, commitment appropriations are expected to be € 116 million and
payment appropriations € 7,8 million max.
In addition to CEF-2 Digital, the agency implements the WiFi4EU initiative. Funded by the
CEF-1 programme (2014-2020), the WiFi4EU initiative is supporting 8,802 municipalities
with a budget of € 132 million. The beneficiaries get a voucher (worth € 15,000) to
purchase and install Wi-Fi hotspots in public places; they commit to keep them in operation
for at least 3 years. This initiative has been pioneering the use of a multi-lingual voucher
scheme at EU level and its success can be measured by the fact that one third of European
municipalities have registered on the WiFi4EU portal and WiFi4EU public hotspots are being
set up in 10 % of all European municipalities (see lists of beneficiaries and maps).
Taking over from the Innovation and Networks Executive Agency (INEA), HaDEA will pursue
the implementation of the WiFi4EU initiative, notably by processing the payments of the
remaining 4,592 vouchers (54 % of the total) after the municipalities declare their WiFi4EU
hotspots are up and running. In addition, the Agency will monitor remotely the already
deployed WiFi4EU networks for a 3-year period after their payments. This operational
monitoring is expected to last until end of 2025.
12
European Commission communication “Connectivity for a Competitive Digital Single Market –Towards a
European Gigabit society”, COM(2016)587 final.
13
European Commission communication “2030 Digital Compass: the European way for the Digital Decade”,
COM(2021)118 final of 09.03.2021.
24
Connecting Europe Facility-2 Digital + WiFi4EU initiative
General objective: A Europe fit for the digital age 14
Specific objective :
Europe’s strategic autonomy is ensured in critical technology areas (CNECT)
A fair, competitive and resource efficient digital economy (CNECT)
A modern, open and pluralistic society in the digital age where online disinformation is countered and
diverse cultural content is available to all Europeans (CNECT)
Main outputs in 2021: (tbc: awaiting work programme publication)
CEF-2 Digital
Output Indicator Target
Calls for proposals Number of calls published 4
Organisation of information days Satisfaction rate of participants > 90%
Evaluations Number of evaluation panels 0
implemented
Time to inform applicants 100%
(% of applicants informed within
6 months after the call
deadline)
Grant agreements Time to grant N/A.
Final reports of concluded Grant Number of final reports 0
Agreements assessed
Payments Time to pay >98 % of payment claims
processed within legal deadlines
Policy feedback To be agreed with parent DG To be agreed with parent DG
WiFi4EU
Output Indicator Target
Active networks Number of WiFi4EU networks (under operational 6 000
monitoring)
Number of local hotspots (access points declared 72 000
by beneficiaries).
Users Number of connections per day (all WiFi4EU 90 000
networks)
Implementation Time for municipalities to install the network 98% < 32 months for Calls 1, 2
(days) and 3 beneficiaries
98% < 24 months for Call-4
beneficiaries
Payments Net Time To Pay (days) 98% < 60 days
14
https://webgate.ec.europa.eu/connected/docs/DOC-83636
25
PART 4. Modernising the administration: main outputs for the year
Efficient and effective horizontal support functions are vital to enable the agency to
achieve its (operational) objectives. As a newly established agency, HaDEA fully subscribes
to the Commission’s efforts to modernise its way of working and make the most efficient
and effective use of resources.
The agency’s internal control framework supports sound management and decision-making.
It notably ensures that risks to the achievement of objectives are taken into account and
reduced to acceptable levels through cost-effective controls.
HaDEA has established an internal control system tailored to its particular characteristics
and circumstances. The effective functioning of the agency’s internal control system will be
assessed on an ongoing basis throughout the year and be subject to a specific annual
assessment covering all internal control principles.
The sections below describe the objectives, indicators and outputs for the main areas of
horizontal support.
A. Human resource management
HR activities in 2021 will concentrate on supporting the setting-up of the agency, in
particular:
Staffing
273 colleagues joined HaDEA on 1 April 2021. Putting in place and implementing all core
HR processes in record time will be one of the agency’s key priorities. In its first year, swift
and high quality recruitments (+/- 100) will be crucial in enabling the agency carrying out
its projects successfully. For 2021, HaDEA’s establishment plan foresees 381 posts
financed from operating (administrative) appropriations and Next Generation Europe
(NGEU), of which 286 contract agents and 95 temporary agents. Among the latter, 42 will
be filled by seconded Commission officials.
In coordination with parent DGs and DG HR, the agency identified 50 posts of responsibility
in the new structure (1 Director, 3 Heads of Department, 10 Heads of Unit, 10 Deputy
Heads of Unit and 26 Heads of Sector). Some posts at Deputy Head of Unit and Head of
Sector level are occupied by temporary agents joining HaDEA from other executive agencies
(i.e. EASME, REA, INEA, CHAFEA). Timely filling of management posts will be crucial for the
setting-up of the agency.
26
The operational requirements of new programmes delegated to the agency are being
translated into staffing needs. The People (HR) sector will further fine-tune the staffing
needs in each team for the effective execution of tasks15.
Recruitment
The agency will develop an annual recruitment plan reflecting the priorities of the
delegated programmes. This plan will take into account a number of elements, such as
urgency to fill the post(s), type of profile(s) and type of procedure(s). Parent DGs will
conduct the selection and recruitment of posts of responsibility in close collaboration with
HaDEA.
Furthermore, the HR (People) Sector will develop an efficient recruitment policy based on
the principles of equal treatment, diversity, inclusion, openness and transparency and in line
with the current staff regulations and implementing rules.
Corporate Culture
The agency will place a strong focus on the successful integration of staff. This will
contribute to a culture of adaptability, responsibility and productivity. The Agency’s
onboarding programme encompasses useful information and activities from arrival through
the end of the first half year and provides staff with the knowledge and tools to achieve
success early on in their new job. This will be combined with the successful adaptation of
staff coming from Luxembourg to Brussels.
HaDEA aims to create a workplace culture of staff empowerment and engagement, a
culture of listening to staff, working collaboratively with respect and trust on a common
vision of purpose and success. The common markers of HaDEA’s culture will be staff
engagement as a top priority, opportunities to provide meaningful feedback and share
ideas, teamwork, open communication and room for innovation. In a first phase, the agency
is developing its mission, vision and values through a participatory process and is
organising different activities to listen to staff and develop a strong sense of community.
The agency will provide ongoing professional development opportunities: training relevant
for the job but also training supporting the values of HaDEA’s corporate culture. In addition,
the Agency will soon roll out its Career Guidance Service to support staff in their
professional development.
15
As a consequence of transfers en bloc, the staffing situation in Department B is unbalanced as regards
theoretical figures and real staff allocated to each programme. The issue is being addressed between the
agency, the central services and the delegating DGs. A working group was set up to reflect on the
situation and come forward with proposals. Their conclusions will be addressed to the interim Director in
June followed by discussion in the Steering Committee with proposals, actions already taken (in close
collaboration with People (HR) sector) and to take to rectify imbalances.
27
Working conditions
The People (HR) sector will implement the new structure in SYSPER. In addition, it will
ensure high standards of customer service and work on the effective implementation of HR
rules and regulations and the gradual development of templates, processes and procedures
in line with the agency’s mission and objectives, the Staff Regulations and CEOS and
Implementing rules.
Work environment
HaDEA aims at providing a modern and attractive work environment to all members of
staff, fostering collaboration and innovation, while ensuring wellbeing.
HaDEA will provide ergonomic furniture and equipment, dedicated state-of-the-art
collaborative meeting spaces and comfortable social spaces, in line or above the standards
set by the European Commission.
Objective: HaDEA employs a competent and engaged workforce and contributes to gender equality at all
levels of management to effectively deliver on the agency's priorities and core business.
Indicator 1: Number and percentage of first female appointments to middle management
positions
Source of data: SYSPER, proportion of female holding middle management (HoD and HoU) positions on
01/04/2021
Baseline (female representation in Target (2024)
management)
(01/04/2021)
Out of 13 middle management posts foreseen in 50 %16
the organisation chart of HaDEA (Heads of
Department and Heads of Unit), 2 are occupied by
female colleagues (15,4%), 5 by male colleagues
(38,4%), 6 are vacant (46,2%).
Indicator 2: HaDEA staff engagement index
Source of data: Commission staff survey [data to be provided by DG HR]
Baseline (2018) Target (end of 2021)17
67,5 % (average of 6 EAs in 2018) 69 %
Main outputs in 2021:
Output Indicator Target
Annual staff allocation per Decision and approval 31 07 2021
Departments, Units, Sectors
16
The agency fully supports the EC target and will provide parent DGs with a regular overview of the gender
representation in middle management to encourage them to keep the target top of mind when making
their appointments. However, it is to be noted that the parent DGs are in charge of the selection and
appointment of middle managers.
17
Next Commission staff survey is planned for second half of 2021.
28
(distribution per grades/FG)
Annual recruitment planning Timely launch of the recruitment 30 06 2021
procedures identified in the
planning
Occupation rate Percentage of posts occupied 90%
(71,6% on 01 04 2021) 31 12 2021
Recruitment policies (internal Timely adoption and 30 06 202118
mobility, replacement policy, implementation
recruitment operating guidelines)
HR rules and regulations Timely adoption and 31 12 2021
(implementing provisions and implementation
Commission decisions),
development of administrative
processes and procedures
Learning and development Timely implementation and 30 06 2021
strategy, list of mandatory (highly) organisation of relevant courses
recommended trainings ,inter-EA
women empowerment programme
B. Sound financial management
Internal control is a comprehensive system of processes, tailored to the particular
characteristics, circumstances and taking into account the level of maturity of the agency’s
internal control environment. It is meant to provide reasonable assurance to management
on the achievement of objectives.
The agency has already started putting into place an effective, efficient and cost-effective
internal control system, with the first steps already implemented. In line with the
Communication on the revision of the Internal Control Framework (ICF) 19, HaDEA has
adopted by analogy the European Commission revised ICF20. The interim Director of HaDEA
has appointed the Head of Department in charge of Risk Management and Internal Control
in the Agency21 and the Steering Committee has adopted the financial circuits for the
administrative and operational budget.
For the Internal Control system to be fully operating and to provide reasonable assurance,
the following actions will be implemented in 2021:
18
A recruitment manual compiling these policies and guidelines will be finalised by the end of the year.
19 Communication on the revision of the Internal Control Framework - C(2017)2373 final.
20 Ares(2021)2043860.
21 Ares(2021)2043924.
29
creation of HaDEA’s Risk Register (June);
putting in place the elements of the continuous monitoring of the ICF – Internal
Control Monitoring Criteria (September);
development of the Business Continuity Plan (July);
setting up of a procedure for exceptions and non-compliance events (May);
putting in place the common design of the Control Strategy taking into account the
specificities applicable to the programmes managed by the Agency.
The agency will review the risks identified in relation to the delegated programmes, and will
perform an updated and consolidated risk assessment at the latest in June 2021, in view of
ensuring an effective risk management both at agency and programme level.
Different programmes implemented by HaDEA have different levels of maturity. This will
imply that as a first step the control strategy will focus on the legacy programmes and the
agency will start designing the control strategies for the new programmes, considering their
level of maturity.
Moreover, in order to ensure an adequate management of risks related to legality and
regularity of underlying transactions, the agency will carry out ex-ante controls embedded
in its programme management processes as well as ex-post controls. The Common Audit
Service implements the latter for H2020 and Horizon Europe. The agency will implement its
Annual Audit Plan for the programmes not related to H2020 and Horizon Europe. In 2021,
HaDEA will focus on legacy programmes, as the newly delegated programmes do not reach
yet the corresponding level of maturity (payments not foreseen in 2021).
In addition, the agency will put in place working arrangements with the operational and
financial units in order to ensure an efficient validation process of the audit reports.
Furthermore, considering that HaDEA is a new organisation, with colleagues coming from
different EU bodies, the agency will promote an awareness raising campaign for staff on
different aspects of the Internal Control Framework.
Objective: The authorising officer by delegation has reasonable assurance that resources have been used in
accordance with the principles of sound financial management and that cost-effective controls are in place
which give the necessary guarantees concerning the legality and regularity of underlying transactions.
Indicator: Estimated risk at closure22 for the year for the entire budget under the Executive
Agency’s responsibility
Source of data: ABAC; BUDG; AAR 2020; CAS (DG RTD for Horizon 2020)
Baseline Target (2021)
22
This indicator is the best, conservative estimation of the expenditure authorised during the year which
would be still in breach of applicable regulatory and contractual provisions by the end of implementation
of the programme, in value terms. It is calculated by subtracting the estimated future corrections from
the estimated overall risk at payment. The indicator is expressed in % of the relevant expenditure.
30
This is the first year that this compulsory indicator For Horizon 2020 programme: overall target as close as
will be measured possible to 2%, within the range of 2-5%
For other programmes: below 2% of relevant
expenditure
Main outputs in 2021:
Output Indicator Target
Implementation of 2021 annual Total number of audit reports, CEF telecom 2014-2020: 8
audit plan for non H2020 closed within 2021 Health programme 2014-2020: 3
programmes23 Food and Feed programme 2014-
2020 : 024
Other newly delegated
programmes did not reach the
corresponding level of maturity for
being audited
Total number of audits to be CEF telecom 2014-2020: 20
launched by end of 202125 Health programme 2014-2020: 13
Food and Feed programme 2014-
2020: 026
Other newly delegated
programmes did not reach the
corresponding level of maturity for
being audited
Effective controls: legal and Risk at payment Remains as close as possible to
regular transactions 2% of relevant expenditure
Estimated risk at closure As close as possible to 2% of
relevant expenditure
Efficient controls Time-to-pay 98% of payments (in value) on
time
Economical controls Overall estimated cost of controls < 5% of funds managed
23
For Horizon 2020, ex-post controls are carried out by the Common Audit Service (CAS) of DG R&I, on behalf
of the entire Research family. The CAS undertakes all audits, including those concerning HaDEA. The
indicators on legality and regularity are based on ex post audits of a Common Representative Sample of
costs claims across the Research and Innovation family.
24
DG SANTE will finalise the ongoing audits. For 2021, DG SANTE has adopted its annual work plan. DG
SANTE will conduct these audits while acknowledging that some commitments (e.g. EURLs) are
externalised to HaDEA. (Ares(2021)2108617-25/03/2021).
25
Between 1 January until 31 March 2021 the audits on CEF Telecom and Health programme were conducted
within their respective predecessors agencies, INEA and CHAFEA. They were transferred to HaDEA on 1
April 2021.
26
DG SANTE will finalise the ongoing audits. For 2021, DG SANTE has adopted its annual work plan. DG
SANTE will conduct these audits while acknowledging that some commitments (e.g. EURLs) are
externalised to HaDEA. (Ares(2021)2108617-25/03/2021).
31
C. Fraud risk management
All Commission services and executive agencies put in place a first Anti-Fraud Strategy
(AFS) within a reasonable time frame from their inception.
The AFS provides a framework for addressing the issue of fraud at the level of the agency.
It defines the key objectives and is accompanied by an action plan, which reflects the
priorities established.
In the process of setting up the anti-fraud environment, HaDEA will proceed by undertaking
the following steps:
carrying out a fraud risk assessment, to identify the risks of fraud, prioritise the
most important risks and decide which will be the areas/topics to focus on in the
AFS;
defining the objectives representing the agency’s top priorities in its fight against
fraud;
setting up the action plan to implement the AFS by translating the identified
objectives into concrete actions (with parties responsible for implementing the
actions, set indicators, targets and timeframe for implementation of the actions).
Objective: The risk of fraud is minimised through the application of effective anti-fraud measures and the
implementation of the Commission Anti-Fraud Strategy (CAFS)27 aimed at the prevention, detection and
correction28 of fraud
Indicator: Implementation of the actions included in HaDEA’s anti-fraud strategy over the
strategy’s lifecycle
Source of data: HaDEA’s annual activity report, HaDEA’s anti-fraud strategy, OLAF reporting
Baseline Target
(2021) (by end of the strategy’s 3 year lifecycle in 2023)
0% (The agency became operational in April 100% of actions due
2021 and the Anti-Fraud strategy will be
established as per the OLAF guidelines)
Main outputs in 2021:
Output Indicator Target
Anti-fraud strategy adopted based Date of adoption Q4 2021
on the common methodology and
guidance provide by OLAF
27
Communication from the Commission "Commission Anti-Fraud Strategy: enhanced action to protect the EU
budget’, COM(2019) 176 of 29 April 2019 – ‘the CAFS Communication’ – and the accompanying action
plan, SWD(2019) 170 – ‘the CAFS Action Plan’.
28
Correction of fraud is an umbrella term, which notably refers to the recovery of amounts unduly spent and
to administrative sanctions.
32
Anti-fraud awareness training Number of training sessions 2 sessions
sessions (made compulsory within organised
1 year from entering the service) Participation rate of the target 100% by April 2022
staff in fraud awareness events
Reports "State of play of cases Number of reports on fraudulent 1 report
under OLAF investigation for and risky cases to management
serious irregularities"
D. Digital transformation and information management
The agency operates in line with the Commission Digital Strategy focusing on:
Governance
The agency’s IT systems are aligned with corporate requirements in terms of security and
data protection. It prioritises corporate IT systems and fosters synergies and efficiencies
among its IT projects to further ensure effective corporate IT governance.
Furthermore, HaDEA is committed to use the corporate e-grants IT tools (SYGMA/COMPASS)
for the management/Implementation of all its programmes. On boarding of e-grants tools
for the CEF and the food programmes will be launched in 2021.
As it begins its mandate, any new IT tools and systems will be adopted taking into account
the specific needs of the business processes and aiming for strict compliance with
corporate governance29.
Data management
Building on the “Data governance and data policies at the European Commission” of July
2020, the Agency will contribute, as member of the Local Data Correspondents’
Commission group, to the discussions and definition of an operational corporate guidance
on data quality aiming to harmonise the accuracy, completeness, consistency, uniqueness,
integrity, timeliness, provenance and data collection and modelling methods. Once ready,
the Agency intends to adopt the operational guidance so to ensure and improve the quality
of the data collected and used.
29
IT development and procurement choices will be subject to pre-approval by the European Commission
Information Technology and Cybersecurity Board.
33
Collaboration Information and knowledge Sharing
The following actions are planned for 2021:
Continuous improvement and development of the HaDEA Intranet as a hub to gather
and re-use information. Storing of information in Intranet will be done only if
necessary.
Further development of and continuous support to all staff on the use of
Sharepoint, which is becoming an information hub at Agency, Interagency and
corporate level. With the full roll out of M365 in 2021 HaDEA envisages to
coordinate with the corporate services in order to provide close support to
colleagues to benefit of the full potential of this collaborative tool.
Records management and archival Policy
In 2021, the agency will:
Define a filing plan compliant with the corporate general rules but adapted to the
specific characteristics of the Agency so to enable information to be searchable by
and shared among all staff and, when possible, at corporate level.
Develop operational document management guidelines tailored to HaDEA's needs,
and increase of specific communities of practice at Agency level to improve
document management efficiency.
Launch a communication strategy and awareness campaign on document
management all across the HaDEA meant and reinforce/create common
collaborative, information and knowledge sharing culture.
Data protection
As far as data protection is concerned, HaDEA will focus its efforts on establishing a
framework that will enable the agency to guarantee full compliance with Regulation (EU)
2018/1725. The agency will work towards fully integrating data protection accountability
into the culture of the agency, providing the highest level of protection for the data
processed by HaDEA.
A data protection work plan will be adopted, which will cover, among others, the following
priority actions: a) appointment of HaDEA’s Data Protection Officer and Deputy Data
Protection Officer(s), b) completion of the registry of Data Protection Records, c) publication
of the relevant data protection notices and, d) adoption of the necessary procedures and
rules for ensuring compliance.
In order to promote HaDEA’s data protection culture, awareness will be raised through the
organisation of trainings and information sessions.
34
Objective: HaDEA is using innovative, trusted digital solutions for better policy-shaping, information
management and administrative processes to become a truly digitally transformed, user-focused and data-
driven agency
Indicator 1: Degree of implementation of the digital strategy principles by the most important IT
solutions30
Source of data: HaDEA, C3.3
Baseline Interim milestone Target
(2020) (2022) (2024)
0% 68% 90%
Indicator 2: Percentage of HaDEA key data assets31 for which corporate principles for data
governance32 have been implemented
Source of data: HaDEA data inventory (to be developed)
Baseline Interim milestone Target
(end 2020) (2022) (2024)
HaDEA cannot formulate this 50% 80%
indicator since a Data Inventory is
necessary as a basis for the
indicator. A data inventory will be
realised by HaDEA in 2021 and
on the basis of the inventory a
realistic indicator will be set in
2021/22.
Indicator 3: Percentage of staff attending awareness raising activities on data protection
compliance
Source of data: EU Learn
Baseline Interim milestone Target
(April 2021) (2022) (2024)
0% 100% of staff processing 100% of staff
sensitive personal data and/or
critical mass of personal data
30
The European Commission Digital Strategy (C(2018)7118) calls on Commission services to digitally
transform their business processes by developing new innovative digital solutions or make evolve the
existing ones in line with the principles of the strategy. At the beginning of the year N+1, the Solution
Owner and IT Investments Team will assess the progress made for the selected solutions. For each of the
3 solutions, a table will reflect – per principle - the progress achieved during the last year.
31
A key data asset is defined as any entity that comprises a source of data based on projects or
administrative processes, structured or semi-structured in an information system, a database or a
repository of data or corpora of text. A data asset can include multiple datasets or files somehow linked,
e.g. by common codes or metadata. Commission key data assets have been documented in the data
inventory Ares(2019)2586155.
32
This indicator follows up on the progress of services in implementing corporate data governance and data
policies for their key data assets included in the EC data inventory. See Ares(2019)4441343 in the
context of the DataStrategy@EC action plan.
A data governance hub will shortly offer a single point of access on the intranet for related guidance
andC2 information. It will be complemented by further practical guidance in the course of 2020.
35
70% of staff non processing
sensitive data
Main outputs in 2021:
Output Indicator Target
Data protection work plan Frequency of the updates Monthly
Data protection training Number of trainings 4
sessions
Publication of data Number of data protection notices 45 (as a reference, the EDPS has
protection notices published published 54 Data protection notices)
Adoption of data protection Number of data procedures and 4 (Data breach notification procedure,
procedures and rules rules adopted Data subject request procedure, DPO
IRs, Art 25 restriction rules).
E. Sound environmental management
Executive agencies (starting with the ones located in Commission-buildings) will gradually
be EMAS-registered during the coming years. To this aim, HaDEA will participate in the
EMAS internal audit in Fall 2021 and participate in the EMAS external verification audit in
June 2022.
HaDEA will promote the EMAS corporate campaigns at local level and identify local
environmental actions in order to support the Commission’s commitment to implement the
objectives of the Green Deal for its own administration, including becoming climate neutral
by 2030. In the context of changing working methods, the agency will particularly focus on
the following actions proposed by the EMAS coordination team (HR.D.02):
Raise awareness about paper use in the office and reduce consumption.
During the Covid-19 pandemic, much progress has been made towards paperless
working methods. The agency commits to further improve paperless workflows and
reduce the use of paper. On top of that, staff awareness actions will ensure full
engagement of staff towards this goal.
The gradual increase of the use and number of VC meeting rooms in the agency.
Offering new options for remote meetings will be crucial in the post-Covid-19 time,
where VC will be a major part of new work methods. At the same time it will also
help achieve carbon neutrality by providing valid alternatives to air travel. To
achieve this goal, the agency will create new VC and hybrid meeting rooms, in
collaboration with DG SCIC.
Implement the EC Guidelines for sustainable meetings and events.
This will complement the previous action, because the first step is to assess if a
physical event or meeting is necessary and if it could be replaced by a using audio
or video-conferencing instead. The guidelines cover many aspects of the meeting,
from the venue, to transport and catering to promotional material and social
aspects, ensuring our events are sustainable.
36
Staff awareness actions about Green Public Procurement
In line with the previous action, encouraging the use of green promotional material,
the agency will raise staff awareness on the use of green office supplies, ensuring a
more sustainable workplace.
To ensure a more sustainable workplace, HaDEA will promote the use of public
transport. HaDEA will take action to join the EC reimbursement scheme through
mobility.net. (reimbursed at 50%). Moreover, the agency will also launch its bike
financial scheme to support staff commuting to and from work by bicycle. The use
of public and alternative means of transport will have a positive impact on the CO2
emissions and on our carbon footprint.
With the adoption of the future General Implementing Provisions on Teleworking,
HaDEA will be a strong promoter of the use of teleworking which has already
demonstrated its positive impact: rebalancing work-life balance, limiting commuting
and saving unused office spaces. This, in turn, will drastically reduce energy
consumption and improve daily lives of citizens through a cleaner air in Brussels.
Objective: HaDEA takes full account of its environmental impact in all its actions and actively promotes
measures to reduce the related day-to-day impact of the administration and its work
Main results and outputs in 2021:
Output Indicator Target
Raise awareness about EA’s office paper use in Yes/No Address all staff
collaboration with OIB and communicate observed No. staff informed Reduce paper
trends to staff, based on verified data from consumption (10%)
Commission’s Environmental Statement (data – (compared with the
per building). previous year)
Introduce paperless working methodologies at EA No. new actions introduced 1 action per year
level: e.g. e-signatories, financial circuits,
collaborative working tools.
Gradual increase of VC meeting rooms in the EA No. of VC meeting rooms Currently no VC room in
and their use, in collaboration with DG SCIC. HaDEA premises. HaDEA
has joined SCIC
framework contract and
will work together with
them on flexible solutions
to allow for hybrid
meeting spaces (with VC).
Target for 2021: 1 room +
flexible solution.
Implement the EC Guidelines for sustainable No. events 100%
meetings and events to all EA’s meetings and
events, e.g. no single-use plastics policy, no
gadget policy for conferences and events.
Promote staff awareness actions about GPP, in Yes/No Address all staff
37
line with the EMAS corporate action on resource No. actions 1 common action in COV
efficiency (and GPP). No. staff informed
Promote the use of “green items” among EC Yes/No Address all staff (through
office supplies’ catalogue among staff. No. staff informed secretariats)
90% and value (EUR) of
green items ordered
F. Initiatives to improve economy and efficiency of financial and non-
financial activities
Synergies & Efficiencies among EAs
In view of the preparations for the next 7-year financial framework and the corresponding
mandates (2021-2027), the former six executive agencies (EAs) started a reflection on
synergies and efficiencies (S&E) in the field of horizontal support functions. Already in
2020, some pilot initiatives were successfully implemented: joint recruitment procedures
with other EAs for common job profiles, use of reserve lists for specific profiles, more
extensive use of service level agreements with Commission services and the use of
framework contracts, etc.
In 2021 together with the other EAs and Commission services, HaDEA will continue
exploring and implementing possible synergies and efficiencies (S&E) related to horizontal
support functions, that could lead to cost savings by sharing services (recruitments, LISO,
data protection, etc.), optimisation and simplification of procedures, improved business
continuity and best practice/know how sharing.
In 2021, HaDEA People services will work to build efficiencies in the areas of talent
acquisition such as supporting joint recruitment procedures and sharing its reserve lists
with other agencies, talent development (harmonising the job titles, reclassification
processes, collaborating to increase inter-institutional career opportunities), reporting
activities. In addition, it will continue to strengthen synergies in other HR areas wherever
possible.
HaDEA and EISMEA will formally agree on open collaboration on most local IT systems and
IT infrastructure owned by each EA and also share server room. EAs will use the same pool
of IT experts and share infrastructure for these tasks, allowing for significant budget
savings.
Mail distribution is another example where EISMEA and HaDEA will closely collaborate: mail
clerks of both agencies will work closely together and back each other up.
38
Simplification administrative budget procedures
For the management of the files under administrative budget we plan to simplify, where
possible, the financial circuits, Ares workflows (eSignataires) and checklists, targeting a full
paperless process of administrative budget financial files by the end of the year.
Digital Manual of Procedures
The Manual of Procedures will contain HaDEA's working processes and procedures in a
concise and transparent manner together with models and templates, in a single (digital)
repository which is user friendly and easily accessible. Its aim will be to guide staff through
the use of these procedures and to create awareness and understanding of the correct
application of the rules. The Manual will draw experience and best practices from different
programmes and from other executive agencies.
The application of structured and harmonized procedures will allow achieving the synergies
and efficiencies across different activities and, at the same time, protecting the financial
interests of HaDEA and the Commission as a whole.
39
ANNEX 1: call planning tables33
EU4Health
EU4Health
Call planning 2021
Title Call Publication Deadline for Estimated
reference date submission budget
(tentative (tentative (EUR
date) timeline) million)
Support to coordinated and
EU4H-2021- 13 September
expedited assessment of clinical 15 December 2021 2
JA-01 2021
trials for COVID-19 therapeutics
Support to assist Member States to
roll out large-scale human EU4H-2021- 13 September
15 December 2021 3,8
papillomavirus vaccination JA-02 2021
campaigns
Network of Comprehensive Cancer
Centres: Preparatory activities on EU4H-2021- 13 September
15 December 2021 3
creation of National Comprehensive JA-03 2021
Cancer Centres and EU Networking
Network of Comprehensive Cancer
Centres: Establishment of new EU EU4H-2021- 13 September
15 December 2021 4
Network of Expertise on Cancers JA-04 2021
and Cancer Conditions
Strengthening eHealth, integrating
telemedicine and remote
EU4H-2021- 13 September
monitoring in health and care 15 December 2021 4
JA-05 2021
systems for cancer prevention and
care
Availability of medicines, shortages EU4H-2021- 13 November
15 February 2022 10
and security of supply JA-06 2021
Union and national surveillance EU4H-2021- 13 November
15 February 2022 7
systems JA-07 2021
Implementation of best practices
and research results on prevention EU4H-2021- 13 November
15 February 2022 7
of non-communicable diseases and JA-08 2021
risk factors34
33
Please note that the total amounts of the calls for the programmes can differ from the total delegated
budget per programme listed in annex II since the amounts of the calls are estimations and there is the
possibility of the use of a margin for each programme. In addition a part of the delegated budget may be
used for other activities such as procurement.
34
One or two thematic joint actions can be expected: decision will be taken prior to the opening of the
submission of the nomination.
40
EU4H-2021-
Transfer of best practices in 13 November
JA-09 15 February 2022 10
primary care35 2021
Health workforce to meet health
challenges – forecasting and EU4H-2021- 13 November
15 February 2022 7
planning for workforce in the JA-10 2021
healthcare sector
To promote quality of medicines
and to increase cooperation
between the Member States and
between the Union and third
countries through trainings, joint
audits, reassessments and
inspections on good manufacturing
and good distribution practices
EU4H-2021- 13 November
(GDP). Implementation of 15 February 2022 2,15
JA-11 2021
international mutual recognition
agreements on pharmaceutical
good manufacturing practices
(GMP) with the United States,
Switzerland, Australia, Japan, New
Zealand, Canada, Israel, the UK, and
cooperation with third countries
such as China and India
Safety assessment cooperation and EU4H-2021- 13 November
15 February 2022 4,5
facilitated conduct of clinical trials JA-12 2021
Action grants on collection tasks in
relation to updating the European
EU4H-2021-
Cancer Information System to 25 June 2021 15 September 2021 2
PJ-01
monitor and assess cancer
screening programmes
Action grants for inter-speciality EU4H-2021-
25 June 2021 15 September 2021 5
cancer training programme PJ-02
Action grants for a project quality
and safety of radiation technology EU4H-2021-
25 June 2021 15 September 2021 3,5
in diagnosis and treatment of PJ-03
cancer
Action grants for the EU Network of EU4H-2021-
25 June 2021 15 September 2021 5
Youth Cancer Survivors PJ-04
Action grants on substances of
human origin (SoHO) - increase
resilience, ensure continuity of EU4H-2021-
25 June 2021 15 September 2021 3,5
supply and access to safe and high PJ-05
quality therapies, in particular in
times of crisis
Conference on “Innovative Presidency 29 June 2021 24 August 2021 0,1
35
One or two thematic joint actions can be expected: decision will be taken prior to the opening of the
submission of the nomination.
41
organisational solutions and conference
investments for health systems”
under the Slovenian Presidency
Establish a Cancer Inequalities
Registry to map inequalities EU4H-2021-
8 July 2021 15 September 2021 1,5
between Member States and IO-IBA
regions with OECD
State of Health in the EU’(4th
cycle): ‘Health at a Glance: Europe
EU4H-2021-
2022’, Country Health Profiles 8 July 2021 15 September 2021 3,5
IO-IBA
2023 and strengthened Voluntary
Exchanges
EU Health System Resilience
EU4H-2021-
Testing and Support Programme 8 July 2021 15 September 2021 0,75
IO-IBA
with OECD
EU Health System Resilience
EU4H-2021-
Testing and Support Programme 8 July 2021 15 September 2021 0,75
IO-IBA
with WHO Observatory
EU4H-2021-
ERN EUROGEN36 ERN 08 July 2021 1 September 2021 0,2
Enhanced European Reference
Networks (direct grant monopoly) EU4H-2021-
Technical assistance and support ERN 15 September
15 December 2021 1
for disease codification - 2021
Orphanet37
Studies and analysis, scientific
advice to support policymaking - 15 September
Prize 15 December 2021 0,4
Health Policy Platform EU Award – 2021
PRIZE
Enlargement of the geographic Direct Grant
15 November
coverage and scope of with Member 15 February 2022 11
2021
MyHealth@EU (eHDSI) States
Enable patient access to data
Direct Grant
available through MyHealth@EU 15 November
with Member 15 February 2022 2
(eHDSI) 2021
States
Reduce health semantic inquities by
Direct Grant
enabling all MS to use the SNOMED 15 November
with Member 15 February 2022 3,6
CT terminology 2021
States
Direct grants to Member States’ Direct Grant 15 October 15 January 2022 3,6
36
To be confirmed if this will be eventually managed by HaDEA
37
To be confirmed if this will be eventually managed by HaDEA
42
authorities: increase health data agreement
semantic interoperability and build with Member
national capacity on health State
terminologies
Collection and support for
implementation of innovative best EU4H-2021-
15 October 2021 15 January 2022 0,5
practices and research results on IO-IBA
non-communicable diseases
Boosting cancer prevention through
EU4H-2021-
the European Code against Cancer 15 October 15 January 2022 1,5
IO-IBA
and other concerted actions38
Direct grants to international
organisations (EDQM): improving
the quality, safety and availability
EU4H-2021-
of Substances of Human Origin, 15 October 15 January 2022 3
IO-IBA
disseminating best practices,
implementing Union standards and
tackling new challenges
Establish a Cancer Inequalities
Registry to map inequalities EU4H-2021-
15 October 15 January 2022 1,5
between Member States and IO-IBA
regions.
Direct grants to international
organisations (WHO): supporting
Member States in improving access
EU4H-2021-
to healthcare and effectiveness of 15 October 15 January 2022 1
IO-IBA
health coverage, taking into
account vulnerabilities of specific
groups and targeted intervention
Pilot for an EU infrastructure for EU4H-2021-
15 October 15 January 2022 5
secondary use of health data PJ-06
Implementation of best practices
EU4H-2021-
on addressing mental health 15 October 15 January 2022 0,75
PJ-07
challenges during COVID 19
Vaccination against cancers caused EU4H-2021-
15 October 15 January 2022 1,20
by Human Papillomavirus PJ-08
Boosting cancer prevention through
EU4H-2021-
the European Code against Cancer 15 October 15 January 2022 1,50
PJ-09
and other concerted actions (Pilot)
Boosting cancer prevention through
EU4H-2021-
the European Code against Cancer 15 October 15 January 2022 1
PJ-10
and other concerted actions
HealthyLifestyle4All: promotion of EU4H-2021-
15 October 15 January 2022 4,4
healthy lifestyles PJ-11
Reduce liver and gastric cancer EU4H-2021- 15 October 15 January 2022 2
38
More details about this action will be communicated to the beneficiaries in due time
43
caused by infections PJ-12
Develop Guidelines and Quality EU4H-2021-
15 October 15 January 2022 2
Assurance schemes PJ-12
EU4H-2021-
Create ‘Cancer Survivor Smart-Card’ 15 October 15 January 2022 1,8
PJ-13
Best practice in community-based
services to enhance the effective
prevention, testing and linkage to
EU4H-2021-
care among risk groups for 15 October 15 January 2022 5
PJ-14
HIV/AIDS, tuberculosis, viral
hepatitis and sexually-transmitted
infections
Training and implementation of
enhanced infection prevention and
control and/or antimicrobial
stewardship practices in hospitals EU4H-2021-
15 October 15 January 2022 7
and in long term care facilities, PJ-15
support the development of best
practices and implementation at all
levels
Action grants for ‘Cancer Diagnostic
EU4H-2021-
and Treatment for All’ including 15 October 15 January 2022 6
PJ-15
‘Genomic for Public Health’39
Action grants for the Computer-
EU4H-2021-
aided Drug Repurposing for Cancer 15 October 15 January 2022 3
PJ-16
Therapy Project
Action grants to organise and
collect data to understand the
safety, quality and efficacy of EU4H-2021-
15 October 15 January 2022 4
therapies applied in the field of PJ-17
assisted reproduction and based on
haematopoietic stem cells40
Conference organised under the
Presidency
French Presidency in the first 1 October 2021 15 November 2021 0,1
conference
semester of 2022, on health topics
Horizon Europe cluster 1: Health
Horizon Europe cluster 1 - Health
Call planning 2021
Title Call reference Publication date Deadline for Estimated
submission budget
(EUR million)
39
This action is split in two topic, each topic is worth 3 Million
40
This action will be split into two topics, each topic is worth 2 Million
44
Covid-19 - HERA HORIZON-HLTH-
6 April 2021 20 May 2021 90
Incubator 2021-CORONA-01
HORIZON-HLTH-
Staying Healthy
2021-STAYHLTH- 16 June 2021 21 September 2021 69
(2021)
01
Environment and HORIZON-HLTH-
16 June 2021 21 September 2021 130
health (2021) 2021-ENVHLTH-02
Partnerships in HORIZON-HLTH-
16 June 2021 21 September 2021 200
Health (2021) 2021-ENVHLTH-03
Tackling diseases HORIZON-HLTH-
16 June 2021 21 September 2021 263
(2021) 2021-DISEASE-04
Ensuring access to
innovative,
HORIZON-HLTH-
sustainable and 16 June 2021 21 September 2021 70
2021-CARE-05
high-quality health
care (2021)
Tools and
technologies for a HORIZON-HLTH-
16 June 2021 21 September 2021 115
healthy society 2021-TOOL-06
(2021)
A competitive
HORIZON-HLTH-
health-related 16 June 2021 21 September 2021 44
2021-IND-07
industry (2021)
HORIZON-HLTH-
Staying Healthy (Two 1 February 2022
2022-STAYHLTH- 16 June 2021 170
stage - 2022) 6 September 2022
01-two-stage
HORIZON-HLTH-
Tackling diseases 1 February 2022
2022-DISEASE-06- 16 June 2021 160
(Two stage - 2022) 6 September 2022
two-stage
HORIZON-HLTH-
Staying Healthy (Two
2022-STAYHLTH- 16 June 2021 21 April 2022 50
stage - 2022)
02
Environment and HORIZON-HLTH-
16 June 2021 21 April 2022 20
health (2022) 2022-ENVHLTH-04
Tackling diseases HORIZON-HLTH-
16 June 2021 21 April 2022 37
(single stage 2022) 2022-DISEASE-07
Partnerships in HORIZON-HLTH-
16 June 2021 21 April 2022 30
Health (2022) 2022-DISEASE-03
Ensuring access to
innovative,
sustainable and HORIZON-HLTH-
16 June 2021 21 April 2022 70
high-quality health 2022-CARE-08
care (single stage
2022)
Partnerships in HORIZON-HLTH-
16 June 2021 21 April 2022 100
Health (2022) 2022-CARE-10
Tools and HORIZON-HLTH- 16 June 2021 21 April 2022 95
45
technologies for a 2022-TOOL-11
healthy society
(2022)
Tools and
technologies for a HORIZON-HLTH- 1 February 2022
16 June 2021 60
healthy society (Two 2022-TOOL-12 6 September 2022
stage 2022)
A competitive
HORIZON-HLTH-
health-related 16 June 2021 21 April 2022 69
2022-IND-13
industry (2022)
Horizon Europe cluster 4: Digital, Industry, Space
Horizon Europe cluster 4: Digital
Call planning 2021
Title Call reference Publication date Deadline for Estimated budget
submission (EUR million)
HORIZON-CL4-
Advanced optical
DIGITAL-
communication 22 June 2021 21 October 2021 25,6
EMERGING-2021-
components (IA)
01-06
Advanced Photonic HORIZON-CL4-
Integrated Circuits DIGITAL-
22 June 2021 21 October 2021 39
(Photonics EMERGING-2021-
partnership) (RIA) 01-07
Advanced
HORIZON-CL4-
spintronics:
DIGITAL-
Unleashing spin in 22 June 2021 21 October 2021 17
EMERGING-2021-
the next generation
01-14
ICs (RIA)
HORIZON-CL4-
eXtended Reality for
HUMAN-2021-01- 22 June 2021 21 October 2021 6
All – Haptics (RIA)
14
eXtended HORIZON-CL4-
Collaborative HUMAN-2021-01- 22 June 2021 21 October 2021 14
Telepresence (IA) 25
AI enhanced robotics
systems for smart HORIZON-CL4-
manufacturing (AI, 2021-TWIN- 23 September
22 June 2021 28
Data and Robotics - TRANSITION-01- 2021
Made in Europe 01
Partnerships) (IA)
Laser-based
technologies for HORIZON-CL4-
green manufacturing 2021-TWIN- 23 September
22 June 2021 26
(Photonics - Made in TRANSITION-01- 2021
Europe Partnerships) 03
(RIA)
46
Artificial Intelligence
for sustainable, agile HORIZON-CL4-
manufacturing (AI, 2021-TWIN- 23 September
22 June 2021 18
Data and Robotics - TRANSITION-01- 2021
Made in Europe 07
Partnerships) (IA)
Data-driven
HORIZON-CL4-
Distributed Industrial
2021-TWIN- 23 September
Environments (Made 22 June 2021 24
TRANSITION-01- 2021
in Europe
08
Partnership) (IA)
Horizon Europe cluster 4: industry
Call planning 2021
Title Topic reference Publication Deadline for Estimated
date submission budget
TWIN GREEN AND DIGITAL TRANSITION 2021
Call: HORIZON-CL4-2021-TWIN-TRANSITION-01
HORIZON-CL4-2021-
Zero-defect manufacturing
TWIN-TRANSITION-01- 27
towards zero-waste
02
HORIZON-CL4-2021-
Manufacturing technologies
TWIN-TRANSITION-01- 20
for bio-based materials
05
Digital permits and HORIZON-CL4-2021-
compliance checks for TWIN-TRANSITION-01- 15
buildings and infrastructure 10
Automated tools for the HORIZON-CL4-2021-
valorisation of construction TWIN-TRANSITION-01- 21
waste 11
New breakthrough HORIZON-CL4-2021-
technologies for technological TWIN-TRANSITION-01- 22 June 23 September 24
sovereignty in construction 12 2021 2021
Deploying industrial-urban
symbiosis solutions for the HORIZON-CL4-2021-
utilization of energy, water, TWIN-TRANSITION-01- 28
industrial waste and by- 14
products at regional scale
Hub for Circularity European HORIZON-CL4-2021-
Community of Practice (ECoP) TWIN-TRANSITION-01- 2
platform 16
HORIZON-CL4-2021-
Plastic waste as a circular
TWIN-TRANSITION-01- 39
carbon feedstock for industry
17
Carbon Direct Avoidance in HORIZON-CL4-2021-
28
steel: Electricity and hydrogen- TWIN-TRANSITION-01-
47
based metallurgy 18
HORIZON-CL4-2021-
Improvement of the yield of
TWIN-TRANSITION-01- 14
the iron and steel making
19
Reducing environmental
HORIZON-CL4-2021-
footprint, improving circularity
TWIN-TRANSITION-01- 36
in extractive and processing
20
value chains
Design and optimisation of HORIZON-CL4-2021-
energy flexible industrial TWIN-TRANSITION-01- 39
processes 21
Adjustment of Steel process
HORIZON-CL4-2021-
production to prepare for the
TWIN-TRANSITION-01- 14
transition towards climate
22
neutrality
A DIGITISED, RESOURCE-EFFICIENT AND RESILIENT INDUSTRY 2021
Call: HORIZON-CL4-2021-RESILIENCE-01
Ensuring circularity of HORIZON-CL4-2021-
24,7
composite materials RESILIENCE-01-01
Identifying future availability HORIZON-CL4-2021-
13,5
of secondary raw materials RESILIENCE-01-03
Developing climate-neutral HORIZON-CL4-2021-
36
and circular raw materials RESILIENCE-01-04
Building EU-Africa
HORIZON-CL4-2021-
partnerships on sustainable 8
RESILIENCE-01-05
raw materials value chains
Innovation for responsible EU
sourcing of primary raw HORIZON-CL4-2021-
30
materials, the foundation of RESILIENCE-01-06
the Green Deal
Building innovative value
HORIZON-CL4-2021- 22 June 23 September
chains from raw materials to 36
RESILIENCE-01-07 2021 2021
sustainable products
Establishing EU led
international community on
sustainable-by-design
HORIZON-CL4-2021-
materials to support 4
RESILIENCE-01-08
embedding sustainability
criteria over the life cycle of
products and processes
Promote Europe's availability,
affordability, sustainability
HORIZON-CL4-2021-
and security of supply of 28
RESILIENCE-01-09
essential chemicals and
materials
Paving the way to an HORIZON-CL4-2021-
23
increased share of recycled RESILIENCE-01-10
48
plastics in added value
products
Safe- and sustainable-by- HORIZON-CL4-2021-
19
design polymeric materials RESILIENCE-01-11
Safe- and sustainable-by-
HORIZON-CL4-2021-
design metallic coatings and 19
RESILIENCE-01-12
engineered surfaces
Development of more energy
HORIZON-CL4-2021-
efficient electrically heated 33
RESILIENCE-01-14
catalytic reactors
Creation of an innovation
HORIZON-CL4-2021-
community for solar fuels and 4
RESILIENCE-01-16
chemicals
Advanced materials for HORIZON-CL4-2021-
21
hydrogen storage RESILIENCE-01-17
Antimicrobial, Antiviral, and HORIZON-CL4-2021-
23
Antifungal Nanocoatings RESILIENCE-01-20
Biomaterials database for HORIZON-CL4-2021-
6
Health Applications RESILIENCE-01-25
Sustainable Industry HORIZON-CL4-2021-
6
Commons RESILIENCE-01-26
Innovation Radar, Tech Due
Diligence and Venture Building HORIZON-CL4-2021-
4
for strategic digital RESILIENCE-01-27
technologies
Re-opening industrial sites
preparatory action –
HORIZON-CL4-2021-
Promoting a sustainable 2
RESILIENCE-01-28
strategy for Europe’s industrial
future
Innovate to transform' support
HORIZON-CL4-2021-
for SME's sustainability 10
RESILIENCE-01-29
transition
European Technological and HORIZON-CL4-2021-
5
Social Innovation Factory RESILIENCE-01-31
Call: HORIZON-CL4-2021-RESILIENCE-02
16
Social and affordable housing HORIZON-CL4-2021- 25 January
September 10
district demonstrator RESILIENCE-02-32 2022
2021
Digital and Emerging Technologies for Competitiveness and Fit for The Green Deal 2021
Call: HORIZON-CL4-2021-DIGITAL-EMERGING-01
Development of HORIZON-CL4-2021-
22 June 21 October
technologies/devices for bio- DIGITAL-EMERGING-01- 22,5
2021 2021
intelligent manufacturing (RIA) 27
A Human-Centred and Ethical Development of Digital and Industrial Technologies 2021
Call: HORIZON-CL4-2021-HUMAN-01
49
Awareness raising on
Intellectual property (IP) HORIZON-CL4-2021-
1
management for European HUMAN-01-17
R&I (CSA)
Fostering standardisation to
HORIZON-CL4-2021-
boost European industry's 1
HUMAN-01-18
competitiveness (CSA)
Testing innovative solutions on 22 June 21 October
HORIZON-CL4-2021-
local communities'-demand 2021 2021 5
HUMAN-01-19
(IA)
Piloting a new industry-
academy knowledge exchange HORIZON-CL4-2021-
focussing on companies' HUMAN-01-20
needs (CSA)
Workforce skills for industry HORIZON-CL4-2021-
5
5.0 (RIA) HUMAN-01-26
Horizon Europe cluster 4: Space
Call planning 2021 (call 2022 published in parallel with same closure date)
Title Call reference Publication date Deadline for Estimated
submission budget (EUR
million)
End-to-end satellite
HORIZON-CL4-
communication systems
2021-SPACE-01- 28 October 2021 16 February 2022 12
and associated services
11
(RIA)
Future space
HORIZON-CL4-
ecosystems: on-orbit
2021-SPACE-01- 28 October 2021 16 February 2022 6
operations, new system
12
concepts (RIA)
Reusability for European
strategic space
launchers - technologies HORIZON-CL4-
and operation 2021-SPACE-01- 28 October 2021 16 February 2022 39
maturation including 21
flight test
demonstration (RIA)
Low cost high thrust
propulsion for European
HORIZON-CL4-
strategic space
2021-SPACE-01- 28 October 2021 16 February 2022 19,8
launchers - technologies
22
maturation including
ground tests (RIA)
New space HORIZON-CL4-
transportation solutions 2021-SPACE-01- 28 October 2021 16 February 2022 3
and services (RIA) 23
Copernicus Climate HORIZON-CL4- 28 October 2021 16 February 2022 11
50
Change Service 2021-SPACE-01-
evolution (RIA) 41
Copernicus Atmosphere HORIZON-CL4-
Monitoring Service 2021-SPACE-01- 28 October 2021 16 February 2022 7,5
evolution (RIA) 42
Copernicus Security and HORIZON-CL4-
Emergency Services 2021-SPACE-01- 28 October 2021 16 February 2022 5
evolution (RIA) 43
Copernicus evolution for HORIZON-CL4-
cross-services thematic 2021-SPACE-01- 28 October 2021 16 February 2022 5,6
domains (RIA) 44
Quantum technologies HORIZON-CL4-
for space gravimetry 2021-SPACE-01- 28 October 2021 16 February 2022 17
(RIA) 62
Space technologies for
HORIZON-CL4-
European non-
2021-SPACE-01- 28 October 2021 16 February 2022 10,32
dependence and
81
competitiveness (RIA)
Single Market Programme: Food safety
Single Market Programme: food safety – health for humans, animals and plants along the food
chain
Call planning 2021:
Title Call reference Publication date Deadline for Estimated budget
submission (EUR million)
Coordinated Control
Plan for
AntiMicrobial
Resistance (AMR) Invitation to
monitoring in submit for
July 2021 September 2021 3
commensal and designated
zoonotic agents on beneficiaries
samples of food and
food-producing
animals.
Improving
measurement of
Invitation to
food waste and
submit for September 2021
helping October 2021 (tbc) 1,5
designated (tbc)
implementing food
beneficiaries
waste prevention
programmes
Support of the Invitation to
European Food submit for September 2021
October 2021 (tbc) 0,1
Banks Federation’s designated (tbc)
capacity building. beneficiaries
Grants for Call for proposal September 2021 October 2021 (tbc) 2,25
51
Stakeholders to (tbc)
improve
measurement of
food waste and help
implement food
waste prevention in
their operations and
organizations.
Activities of the EU
Invitation to
reference
submit for
laboratories and EU July 2021 September 2021 21
designated
reference centres for
beneficiaries
2021-2022.
Implementation of
veterinary Invitation to
programmes for submit for
June 2021 July 2021 107
animal diseases and designated
zoonoses for 2021- beneficiaries
2022.
Implementation of Invitation to
Phytosanitary submit for
June 2021 July 2021 20
programmes for designated
2021-2022. beneficiaries
Better Training for
Calls for
Safer Food (training
tender/direct
of the competent
contracts and/or
authorities’ staff
specific contracts
responsible for
by using existing
official controls in June 2021 October 2021 (tbc) 3-6
framework
the fields of food
contract or low
and feed safety,
value
animal health and
procurement
welfare and plant
procedures
health.
Other activities in
Calls or grants TBC TBC TBC
the field of Food
Digital Europe Programme
Digital Europe Programme
Call planning 2021 (tbc: awaiting work programme publication)
Title Call reference Publication date Deadline for Estimated budget
submission (EUR million)
Specialised
education DIGITAL-2021-
CALL 1 (29
programmes or SKILLS-01- TBC 70
September 2021)
modules in key SPECIALISED
capacity areas
Advanced digital DIGITAL-2021- CALL 1 (29 TBC 2
52
skills analysis SKILLS-01- September 2021)
SKILLS-ANALYSIS
Digital Product DIGITAL-2021-
CALL 1 (29
Passport: sustainable TRUST-01- TBC 2
September 2021)
and circular systems DIGIPASS
DIGITAL-2021-
Safer Internet CALL 1 (29
TRUST-01- TBC 21
Centres (SICs) September 2021)
SAFERINTERNET
Short term training DIGITAL-2021-
Q4/2021 (29
courses in key TRAINING-02- TBC 25
September 2021)
capacity areas SHORTCOURSES
EBSI and sandbox – DIGITAL-2021-
Q4/2021 (29
Deployment of DEPLOY-02-EBSI- TBC 16
September 2021)
services SERVICES
Engagement in the DIGITAL-2021-
EBP Sandbox and DEPLOY-02-EBP- CALL 2 (Q4/2021) TBC 3
standardisation ENGAGEMENT
Security and law DIGITAL-2021-
enforcement: AI- DEPLOY-02-LAW- CALL 2 (Q4/2021) TBC 5
based pilots SECURITY-AI
DIGITAL-2021-
EDMO - national and
DEPLOY-02- CALL 2 (Q4/2021) TBC 12
multinational hubs
EDMO-CENTERS
Support to an EU DIGITAL-2021-
electronic identity DEPLOY-02- CALL 2 (Q4/2021) TBC 12
system ELECTRONIC-ID
Connecting Europe Facility: Digital
CEF-Digital
Call planning 2021 (tbc: awaiting work programme publication)
Title Call reference Publication date Deadline for Estimated budget
submission (EUR million)
5G for Smart CEF-DIG-2021-
October 2021 February 2022 8
Communities 5GSMARTCOM
5G coverage along
transport corridors
(including CEF-DIG-2021-
October 2021 February 2022 6
interconnection of 5GCORRIDORS
5G edge computing
facilities)
CEF-DIG-2021-
Submarine cables October 2021 February 2022 30
SUBCON
Backbone networks
CEF-DIG-2021-
for pan-European October 2021 February 2022 70
CLOUD
cloud federation
53
ANNEX 2: Resources: staff and budget
A. Administrative budget
54
B. Human resources
The following figures are indicative.
Total all
Programmes Staff (EU budget) Staff from other fund sources
staff
Third Next
Of which seconded Total staff
TAs CAs SNEs EFTA/ EEA countries Generation
officials EU budget
contrib. EU
Digital Europe 10 2 30 0 40 0 0 0 40
Subtotal operational staff 8 25 33 33
Subtotal management and
2 5 7 7
administrative support staff
Connecting Europe Facility -
7 2 22 0 29 0 0 0 29
Digital
Subtotal operational staff 6 18 24 24
Subtotal management and
1 4 5 5
administrative support staff
Horizon Europe - Pillar 2, Cluster
25 18 75 0 100 0 0 11 111
4: Digital, Industry and Space
Subtotal operational staff 20 62 82 9 91
Subtotal management and
5 13 18 2 20
administrative support staff
EU4Health 28 5 84 0 112 0 0 0 112
55
Subtotal operational staff 23 69 92 92
Subtotal management and
5 15 20 20
administrative support staff
Horizon Europe - Pillar 2, Cluster
14 8 44 0 58 0 0 13 71
1: Health
Subtotal operational staff 11 36 47 11 58
Subtotal management and
3 8 11 13
administrative support staff
Single Market Programme - Food
Chain Programme: Health for
2 0 5 0 7 0 0 0 7
humans, animals and plants
(BTSF)
Subtotal operational staff 2 4 6 6
Subtotal management and
0 1 1 1
administrative support staff
Single Market Programme - Food
Chain Programme: Health for
humans, animals and plants 3 1 8 0 11 0 0 0 11
(eradication and reference
laboratories)
Subtotal operational staff 2 7 9 9
Subtotal management and
1 1 2 2
administrative support staff
36 *
*operational
6 additional 24 *
Total 89 seconded 268 0 357 * 6 TA / 381
officials in 18 CA
horizontal
support functions
56
C. Delegated operational appropriations
57
58
Saatja: Webdesktop <
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Saadetud: 30.07.2021 13:05
Adressaat: SM Info <
[email protected]>; Elen Ohov <
[email protected]>; MKM info
<
[email protected]>; <
[email protected]>; <
[email protected]>; HM <
[email protected]>;
Ursula Tubli Brüsselis <
[email protected]>
Koopia: <
[email protected]>; <
[email protected]>
Teema: Webdesktop: Kiri nr 10.2-11/844 / Euroopa Liidu toimimise lepingu artikli 297
kohane teade (HaDEA)
Manused: 844_EN_ACT_part1_v2.pdf; 844_EN_annexe_acte_autonome_nlw_part1_v4.pdf
Tere!
Edastan Komisjoni otsuse.
Reg. number: 10.2-11/844
Reg. kuupäev: 30.07.2021
Sisu: Komisjoni otsus - COMMISSION DECISION
of 29.7.2021 approving the work programme 2021 of the European Health and Digital
Executive Agency (HaDEA)
Heade soovidega
Tiiu Noobel
[email protected]
sekretär EV AEEL juures
EUROPEAN
COMMISSION
Brussels, 29.7.2021
C(2021) 5515 final
COMMISSION DECISION
of 29.7.2021
approving the work programme 2021 of the European Health and Digital Executive
Agency
EN EN
COMMISSION DECISION
of 29.7.2021
approving the work programme 2021 of the European Health and Digital Executive
Agency
Having regard to the Treaty on the Functioning of the European Union,
Having regard to Council Regulation (EC) No 58/2003 of 19 December 2002 laying down the
statute for executive agencies to be entrusted with certain tasks in the management of
Community programmes1, and in particular Article 9(2) thereof,
Whereas:
(1) Commission Implementing Decision (EU) 2021/1732 establishes the European Health
and Digital Executive Agency (‘the Agency’) from 16 February 2021.
(2) Articles 6(2) and 7(2) of Implementing Decision (EU) 2021/173 set out the Union
programmes and parts thereof which implementation the Agency is entrusted with.
(3) Commission Decision C(2021)948 final3 delegated powers to the Agency with a view
to the performance of tasks linked to the implementation of those Union programmes
and parts thereof.
(4) Pursuant to Article 10 of Decision C(2021)948 final, the Agency submits a draft
annual work programme to the Commission for approval prior to adoption by its
Steering Committee.
(5) The draft work programme submitted by the Agency comprises detailed objectives
and performance indicators and complies with the programming defined by the
Commission in accordance with the instruments establishing the Union programmes
in the management of which the Agency is involved.
(6) As provided in Article 6(2) and (8) of Implementing Decision (EU) 2021/173 and
Article 4(1) of Decision C(2021)948 final, the Agency is to exercise the tasks linked
to the implementation of the programmes delegated to it subject to and from the date
of entry into force of those programmes,
1
OJ L 11, 16.1.2003, p. l.
2
Commission Implementing Decision (EU) 2021/173 of 12 February 2021 establishing the European
Climate, Infrastructure and Environment Executive Agency, the European Health and Digital Executive
Agency, the European Research Executive Agency, the European Innovation Council and SMEs
Executive Agency, the European Research Council Executive Agency, and the European Education and
Culture Executive Agency and repealing Implementing Decisions 2013/801/EU, 2013/771/EU,
2013/778/EU, 2013/779/EU, 2013/776/EU and 2013/770/EU (OJ L 50, 15.2.2021, p. 9).
3
Commission Decision C(2021)948 final of 12 February 2021 delegating powers to the European Health
and Digital Executive Agency with a view to the performance of tasks linked to the implementation of
Union programmes in the field of EU4Health, Single Market, Research and Innovation, Digital Europe,
Connecting Europe Facility – Digital, comprising, in particular, implementation of appropriations
entered in the general budget of the Union.
EN 1 EN
HAS DECIDED AS FOLLOWS:
Sole Article
The work programme 2021 of the European Health and Digital Executive Agency as set out
in the Annex is approved.
Done at Brussels, 29.7.2021
For the Commission
Stella KYRIAKIDES
Member of the Commission
EN 2 EN